Joy Preston Email & Phone Number

Greater Manchester, England, United Kingdom

Manchester, United Kingdom

Appointed Head of Independence (acting) to accelerate transformation in health and social care, focussing on restoring the balance between care provision and independence. Looking at new ways to embed an asset based approach to provision, integrating health and social care, and promote multi-agency working. Focus on continuous improvement and innovation to ensure sustainability of both service and workforce provision. Empowering the workforce to deliver social work that places the client at the centre. In addition, senior responsible officer (SRO) for a 3-year transformation programme in social care, accountable for successful delivery of circa £7M savings to date. Responsible for building strategic relationships across the Council and with external agencies, including health partners and emergency services to advance transformation.Transformation programme in year 3, with emphasis on culture shift, workforce development and capacity management, and new working patterns.

Manchester, United Kingdom

Appointed to lead delivery of a 3-year multi-project programme to transform delivery of health and social care services across the borough, focussing on increasing independence through improvement and innovation. This involved delivering a number of joint initiatives with health partners including Trafford Clinical Commissioning Group, Pennine Care NHS Foundation Trust and Central Manchester University Hospitals Trust. The role called for policy changes, service re-design and large scale education, training and development. Key achievements include:• Lead on delivery of a large-scale transformation programme reshaping social care with identified savings of circa £7M by 2016, comprising of 14 projects. Target savings over achieved, with delivery to time, cost and quality. • Lead on strategic development and delivery of project to transfer responsibility of care funding from Trafford Council for out of borough placements under ordinary residence remit resulting in an in-year operational saving of £750k and a projected future saving of circa £20M for the Council.• Lead on development of a risk based approach to reassessment, applicable to some 3,500 clients in receipt of social care. This initiative is the forerunner to adopting alternative approaches to reassessment, enabling carers, families and providers to have a more proactive role.

Manchester, United Kingdom

Appointed Interim Senior Business Change Manager to lead the development and delivery of complex, high profiled transformation of Council operations by implementing major change programmes. This required the development and promotion of specific business development opportunities across various functions within the Council and external. Specifically appointed to transform 'sport, arts and culture' through greater community interest and involvement. To achieve this I:• Lead on development of an integrated strategy for sport, arts and culture (including libraries) proposing and overarching 'umbrella' governing body (e.g. 'Super Trust'), identfiying an operational saving of £1.9M and capital receipts of £2M. This paved the way for development of the existing body Trafford Leisure and further partnerships with external sporting bodies.• Secured Council funding and support for statutory public consultation for library provision, commissioning external consultation experts for the first time to deliver multi-media stakeholder engagement strategy involving in excess of 3000 participants.• Enabled Waterside Arts Centre to secure place on Cabinet Office Mutual Support Information Service Programme as part of strategy to develop an alternative business model for sustainability.

Bolton, United Kingdom

Appointed Head of Business Development to lead and manage Business Development Programme. My focus was to identify funding opportunities, including traded services, build effective relationships with strategic partners, contracting organisations and other professional bodies and develop and to develop and deliver an engaging marketing strategy. Key achievements include:• Secured grant funding from The Big Lottery, Local Authority and Charitable Trusts to expand existing service delivery.• Lead tender processes and secured places on high value (up to £80m) Regional Government Frameworks for provision of Education and Care services for children and young people with special needs. • Secured a place on the Greater Manchester Community and Voluntary Sector Organisation Consortium, enhancing greater bidding opportunities.• Raised organisation profile resulting in first ever corporate patrons and support from over 50 businesses in North West.

Manchester, United Kingdom

As Head of Strategic Planning and Performance Management I delivered a pivotal role for the strategic direction of the Equality and Human Rights Commission; involving 700 staff and revenue of more than £70 million. Responsible for the creation of the organisation’s long term strategic plans, I have managed stakeholder relationships with more than 700 partners in the private, public and charitable sectors. I have also managed the internal planning and performance management activities of this multi-site, national organisation. Key achievements include:• Planning and delivering a £17 million per annum programme of organisational change projects, establishing project governance and evaluation mechanisms.• Creating the first Three Year Strategic Plan for the EHRC and the accompanying performance management and out-turn reporting processes and metrics to greatly enhance organisational accountability.• Enabling far more effective Board Level decision making by creating information systems accurately reporting organisational performance.• Reducing the average time spent on corporate plans by 20%, producing outcomes to within 5% of target range, a paradigm shift in organisational performance.

Manchester, United Kingdom

As Business Manager, Strategic Law and Enforcement I was appointed to lead a team without many elementary performance and financial management systems. Responsible for managing the activities of the in-house legal team and their relationship with third party legal firms and barristers, I:• Established credibility with this professional group by demonstrating how excellent performance management and financial control could lead to an improved, more extensive legal service.• Created standardised management processes including proper procurement systems, post-assignment evaluation and annual reports.• Discovered and then managed a financial risk to the business created by the non-payment of invoices, some up to £200,000, over a period of up to two years. • Managed negotiations with creditors and internally with the legal team to create a more professional, regular and safe financial payment system.

Ambleside, Cumbria, United Kingdom

Hired as a strategy and turnaround consultant when this business was facing closure, my objective was to safeguard the existence of the Freshwater Biological Association (FBA) and create a future where it could continue to deliver its mission and service its 1,700 corporate members. I succeeded in this. To manage this turnaround I:• Led an urgent analysis of the assets and liabilities of the association, working with the Chief Executive, and then designing a strategic options analysis.• Identified some high-value and greatly under-utilised property assets, negotiating asset disposals with 3rd party property developers, releasing £1.5 million cash to finance organisations re-orientation.• Project managed the refurbishment and updating of remaining property assets with a view to raising revenue through third party utilisation.• Successfully negotiated partnerships with private and public sector bodies to use these new facilities, yielding £400,000 per annum and securing the FBA’s future.

Reading, United Kingdom

My main focus was to manage a critical change in the Environment Agency’s staff working practices and locations. This was a £2 million programme with three strands: Estates; ICT; and HR. Each strand was led by a project manager whom I line managed. The project was a success and I:• Managed the physical relocation of more than 300 staff out of a large office complex with no break in the continuity of service.• Designed and implemented a new HR flexible working policy allowing around 1,000 staff to work from home for the first time, saving the Environment Agency more than £1 million per annum.• Project managed refurbishment of existing accommodation on new sites to cope with a considerable increase in staff numbers.• Created and delivered a unified ICT infrastructure for the first time in the organisation’s history, including its first universally accessed intranet site.• Managed consultancy teams from Deloitte and KPMG on successful organisational development and performance management interventions.

Wallingford, United Kingdom

Appointed Business Development Manager for newly established National Centre for Ecotoxicology and Hazardous Substances I was responsible for developing and delivering the Centre’s Strategic, business planning and performance management framework. I also managed corporate services including HR, ICT and Communications for multi-site centre. Lead role in stakeholder management nationally and internationally. Key achievements include:• Developed and implemented planning and performance management framework, providing board assurance through introduction of key performance indicators and dashboard, producing outcomes to within 2% of target range.• Developed and lead targeted marketing campaign and stakeholder engagement securing investment circa £0.5 million from Japanese Government for major international research programme.• Improved service delivery and increased customer satisfaction for national Laboratory service raising annual income circa £200k.

United Kingdom

United Kingdom

United Kingdom

United Kingdom

Post Graduate Certificate, Facilitation And Coaching

Post Graduate Certificate, Professional Management

Ba (Hons) Business Studies, Marketing And Economics